Sustainability
Hisamitsu Pharmaceutical Group’s
Commitment to Sustainability
Our Approach to Sustainability
We at the Hisamitsu Pharmaceutical Group have established "Delivering a Better QOL to the World" as our Corporate Philosophy and strive to create value for all stakeholders, including customers and society, through our business activities. In order to adapt to the recent rapid changes in the external environment and meet the diversifying needs of our customers, we are conducting business activities centered on our 7th Medium-term Management Policy and Materiality (priority issues) under our company mission "Promoting 'TE-A-TE' Culture Worldwide." While placing importance on ESG and the SDGs (Sustainable Development Goals), we will actively pursue unprecedented and challenging initiatives and bring about revolutionary changes, aiming to increase our corporate value and contribute to the realization of a sustainable society.
Hisamitsu Pharmaceutical Group's Sustainability Policy
"TE-A-TE" Creates Smiles
Hisamitsu cherishes the "TE-A-TE" culture.
What lies beneath "TE-A-TE" is your compassion for your loved ones.
“TE-A-TE” is about caring for others.
Such compassion is the starting point of our “Patch Treatment Culture,”
which we have emphasized since our establishment.
One way to spread "TE-A-TE" culture throughout the world is to promote
"Patch Treatment Culture," but our corporate responsibilities are not limited to that.
It is our mission and responsibility as long as it is filled with enthusiasm for
“TE-A-TE” and concerned with customer satisfaction, even if it is in the realm of
service operations or disease/injury prevention.
By contributing to creating happy smiles through a
compassionate "TE-A-TE" culture, we will strive to achieve a
favorable cycle of solving social problems and realizing our
corporate group’s growth.
Sustainability Promotion Structure
In January 2021, we upgraded the CSR Promotion Committee and renamed it the Sustainability Promotion Committee. Chaired by our officer in charge of promoting sustainability, the new committee consists of each department’s sustainability promotion members. In light of the social challenges surrounding Hisamitsu, environmental problems, and requests from a wide variety of stakeholders, the committee endeavors to promote sustainability at the Hisamitsu Pharmaceutical Group.
| Sustainability Promotion Committee | |
|---|---|
| Role | Deliberating on basic policies on sustainability, and important issues as an advisory body to the President & CEO |
| Chairman | Sustainability Promotion Officer |
| Sustainability Promotion Members | Committee Directors, as well as Executive Officers, and General Managers of related departments |
| Schedule | Held every quarter in principle, reporting deliberations to the Board of Directors on a regular basis |
Identification Process of Materiality
Step1
Identification of social issues
List the social issues to be addressed by referring to international guidelines such as the SDGs and SASB, and survey items from sustainability rating organizations.
Step2
Prioritization of social issues
Map the issues identified in the survey to the two axes, “Expectations of stakeholders” and “Impact of the company's business,” and narrow down the list to those items with the highest priority.
Step3
Validation
Sustainability Promotion Committee, consisting of Directors, Executive Officers, and General Managers of related departments reviewed and confirmed validity of the items.
Step4
Identification of Materiality
Management Advisory Committee and the Board of Directors identified the Materiality, through discussions, as a strategic issue to be addressed.
Going forward, review the Materiality on a regular basis in response to changes in the internal and external business environments.
Hisamitsu Pharmaceutical Group’s Materiality
(Priority Issues)
In 2021, we identified nine materiality points (Priority Issues) to create the common value “TE-A-TE Creats Smiles,” presented in our sustainability policy.
These materiality points (Priority Issues) are divided into the following two categories:
- ① Materiality related to our contribution to solving social problems by creating new value
- ② Materiality related to the solution of social problems, social needs, and the foundation for our sustainable growth
While striving to create common value by focusing on these materiality points, we will contribute to establishing a sustainable society.
| Materiality related to our contribution to solving social issues by creating new value | |||
|---|---|---|---|
| Creating products and services with enthusiasm for "TE-A-TE" |
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Promoting "patch treatment culture" worldwide |
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| Materiality related to solving social issues, social demands, and the foundation for sustainable growth of the company | |||
|---|---|---|---|
| Promoting environmental management |
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Improving medical products, services, etc. and access to information |
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| Contributing to local communities |
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Promoting DE&I and work style reform |
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| Supplying high-quality products and services |
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| Implementing responsible marketing and information collection |
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| Ensuring legal compliance and reinforce our governance structure |
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KPI Setting and FY2023 Progress
For Materiality, which is particularly important for solving social issues and for the sustainable growth of our Company Group, we have established Key Performance Indicators (KPIs) to evaluate our progress over the medium to long term. Progress in FY2023 was as follows: Since FY2023, we have expanded the scope of “CO₂ Emission Reduction (Scopes 1 and 2)” to the Hisamitsu Pharmaceutical Group, and the scope of “Sustainability Procurement Survey Response Rate” to Hisamitsu Non-consolidated and its overseas subsidiaries with production bases. Additionally, we will set “Reduction in the Use of Plastics” and “Waste Plastic Recycling Rate” as new KPIs and work on solving social issues.
| Materiality (Priority Issues) | KPI | FY2022 Results | FY2023 Results | Scope |
|---|---|---|---|---|
| ・Creating products and services with enthusiasm for "TE-A-TE" ・Promoting “patch treatment culture” worldwide  |
Creating products and services that embody the spirit of "TE-A-TE" (Transdermal patches and products and services that embody the spirit of "TE-A-TE") |
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Hisamitsu Non-consolidated, overseas subsidiaries |
| Expand the number of countries and regions where our products are sold |
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Hisamitsu Non-consolidated, overseas subsidiaries |
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| Environment- and user-friendly drug development (Drug development: product improvement, additional indications, etc.) |
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Hisamitsu Non-consolidated, overseas subsidiaries |
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Promoting environmental management  |
Reduction of CO₂ Emissions (Scopes 1 and 2) Reduce by 46% compared to FY2013 by FY2030. Target: All sites of the Hisamitsu Pharmaceutical Group. However, sites with little impact on the calculation of CO₂ emissions are excluded. |
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Hisamitsu Pharmaceutical Group |
Reduction of waste
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1.5% increase in waste rate (compared to FY2020) | 1.4% increase in waste rate (compared to FY2020) | Hisamitsu Non-consolidated | |
| Reduction by 10.8% (compared to FY2020) |
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| Reduction of plastic use To roll out the following numbers of products that use recycled or biomass plastics as part of their packaging materials by FY2030: Rx drugs: 18 items OTC pharmaceuticals: 14 items Quasi-drugs: 2 items |
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Rx: 6 items rolled out OTC: 2 items rolled out Quasi-drugs: 2 items rolled out |
Hisamitsu Non-consolidated | |
| Waste Plastic Recycling Rate We will achieve the waste plastic recycling rate of 65% or higher by FY2030. |
Waste plastic recycling rate 99.8% | Waste plastic recycling rate 99.8% | Hisamitsu Non-consolidated | |
| Sustainability Procurement Survey Response Rate To achieve 100% response rate to the Sustainability Procurement Survey by FY2025. Scope: (1) Primary and secondary suppliers for products manufactured in domestic factories (2) Primary and secondary suppliers for products manufactured in overseas factories |
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Hisamitsu Non-consolidated Overseas subsidiaries with production sites | |
| Supplying high-quality products and services |
Zero product recalls Zero product recalls each year. |
Product recalled: 0 | Product recalled: 0 | Hisamitsu Non-consolidated |
| Product complaint incidence Reduce product complaint incidence to 0.001% or less by FY2025. Scope: Product-related complaints for all products manufactured and sold by the Company |
Product complaint incidence: 0.0010% | Product complaint incidence: 0.0015% | Hisamitsu Non-consolidated | |
Promoting DE&I and work style reform  |
Morale Survey Score (8 items: Rewarding + Good workplace) Raise the average value of 8 items to 5.0 points or more by FY2025. |
Average of 8 items: 4.59 points | Average of 8 items: 4.69 points | Hisamitsu Non-consolidated |
| Female managers By March 31, 2024, increase to 1.5 times the ratio as of March 31, 2021. |
As of March 31, 2023 Ratio of women in management positions: 7.9% = 1.25 times the ratio at the end of March of 2021 |
As of March 31, 2024 Ratio of women in management positions: 7.8% = 1.24 times the ratio at the end of March of 2021 |
Hisamitsu Non-consolidated | |
| Continuous employment ratio of women employees in their 9th to 11th years of employment Increase the continuous employment ratio to 45% or more by March 31, 2024. |
As of March 31, 2023 Continuous employment ratio: 48.7% |
As of March 31, 2024 Continuous employment ratio: 51.4% |
Hisamitsu Non-consolidated |
